Leading Innovation in Arts and Culture
link Origem: www.coursera.org
list 8 sequencias
assignment Nível: Introdutório
chat_bubble_outline Idioma : Inglês
card_giftcard 384 pontos
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Informações principais

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timer 48 total de horas

Sobre o conteúdo

Developed by David Owens at Vanderbilt University and customized for the cultural sector with National Arts Strategies, this course is designed to help arts and culture leaders create an environment where new ideas are constantly created, shared, evaluated and the best ones are successfully put to work. One of the toughest challenges for any leader is getting traction for new ideas. Winning support can be a struggle. As a result, powerful new ideas often get stuck. This is especially true in the cultural sector. People involved in arts and culture often have little time and even less money for experimentation and risks. This course will help those in the performing arts, museums, zoos, libraries and other cultural organizations build environments where new management and program ideas flourish. Leading Innovation in Arts & Culture will teach you how to make an "innovation strategy" a fundamental component of your organization's overall strategy. In this seminar you will learn to: - Analyze constraints on innovation in your organization, foresee obstacles and opportunities, and develop a shared vision - Develop a process to manage the demands of multiple stakeholders, shifting priorities and the uncertainty inherent in new initiatives - Create a culture for innovation and risk-taking that generates new perspectives and challenges existing practice - Create a strong customer focus within your organization that anticipates customer needs National Arts Strategies worked with David Owens to customize this course for those working in the cultural sector. They based their work on David Owens’ Leading Strategic Innovation in Organizations course. This highly interactive 8-week course will engage you in a series of class discussions and exercises.

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Programa de estudos

Week 1: Introduction
Why Everyone Wants Innovation but No One Wants to Change

We introduce the approach of the class: instead of trying to be innovative, just stop stopping it. We discuss a framework for analyzing the six most common barriers (constraints) that stop innovation.

Week 2: Individual Constraints
Why Most of Us Are More Creative Than We Think

Psychologists treat innovation as a problem of having creative ideas; we sometimes stop innovation by not "thinking different." This week explores the constraints of perception, intellection and expression and offers strategies for overcoming them.

Week 3: Group Constraints
Why a Brainstorm Meeting Can Be Worse Than No Meeting at All

Social psychologists treat innovation as a group problem: we often don't get early support for our ideas because of adverse group dynamics. This week looks at the constraints of emotion, culture and process in groups as well as the environment within which groups work and looks at ways to overcome them.

Week 4: Organizational Constraints
Why You’ll Never Be a Prophet in Your Own Hometown

The field of management sees the problem of innovation as one of the organization; organization is the opposite of innovation, after all. This week explores the constraints of strategy, structure and resources and we explore ways of framing them that will help us to overcome them.

Week 5: Industry Constraints
If It’s Such a Great Idea, Why Isn’t Our Competitor Doing It?

An economist view of failed innovation sees it as a problem of adoption; when there's no market to adopt it, it's not an innovation, it's just a creative idea. We look at the constraints of competition, suppliers and markets and discuss strategies you can use to relax them.

Week 6: Societal Constraints
Why My Innovation Means You Have to Change

The sociological and anthropological perspective suggests that societies control or obstruct innovations that are deemed as dangerous or contrary to societal values. This week explores the constraints of identity, social control, and history and we will seek an understanding of how we might avoid them.

Week 7: Technological Constraints
How to Take a Really Hard Problem and Make It Completely Impossible

Engineers and scientists see failed innovation as a failure of technology; if it doesn't work, it's not an innovation. Here we explore the constraints of knowledge, time and the natural environment. Rather than trying to overcome them, we develop strategies for working within these constraints.

Week 8: When Failure Is Not an Option
Leading an Innovation Strategy

The final week has us putting the entire model together into the leadership context. We will learn about innovation portfolios and discuss a tested process for moving innovations from ideas to realities.

This animated video describes the basic issues addressed by the course.




David A. Owens, PhD, PE
Practice of Management and Innovation

Jim Rosenberg
Independent Consultant and Senior Advisor at NAS


Criador do conteúdo

Vanderbilt University
Vanderbilt University, located in Nashville, Tenn., is a private research university and medical center offering a full-range of undergraduate, graduate and professional degrees.



A Coursera é uma empresa digital que oferece um curso on-line massivo e aberto, fundado pelos professores de computação Andrew Ng e Daphne Koller Stanford University, localizado em Mountain View, Califórnia.

O Coursera trabalha com as melhores universidades e organizações para disponibilizar alguns dos seus cursos on-line e oferece cursos em várias disciplinas, incluindo: física, engenharia, humanidades, medicina, biologia, ciências sociais, matemática, negócios, ciência da computação, marketing digital, ciência de dados. e outros assuntos.Cours

4.2 /5 Média
Melhor avaliação

Even though there is a lot to take in, the last week everything just fell into place. I loved it.

Publicada em 18 de novembro de 2016
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em 18 de novembro de 2016

Even though there is a lot to take in, the last week everything just fell into place. I loved it.